Project management for information systems

Project Management for Information Systems THIRD EDITION Edited by James Cadle Independent consultant in business systems analysis and project management and Donald Yeates Independent consultant and Associate Client Director, Henley Management College An imprint of Pearson Education Harlow, England London· New York « Boston San Francisco Toronto Sydney Singapore Hong Kong Tokyo Seoul· Taipei New Delhi· Cape Town Madrid Mexico City Amsterdam Munich Paris Milan Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published 2001 © Pearson Education Limited 2001 The rights of James Cadle and Donald Yeates to be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 All rights reserved No part of this publication may be reproduced, stored In a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a licence permitting restricted copying In the United K'lngdom issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London WH 4LP Trademark notice Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks Pearson Education has made every attempt to supply trademark information about manufacturers and their products mentioned in this book The following designations are trademarks or registered trademarks of the organisations whose names follow in brackets: Joint Application Development (JAD) (International Business Machines Corporation); Microsoft Project (Microsoft Corporation); PRINCE, PRINCE2 (CCTA); Project Workbench (ABT) ISBN 273 65145 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloguing-in-Publication Data A catalog record for this book can be obtained from the Library of Congress 10 08 07 06 05 04 Typeset In 10112.5pt Palatino by 35 Produced by Pearson Education Malaysia Sdn Bhd Printed in Malaysia, L5P CONTENTS Preface xiii Acknowledgements Managing change 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 xv Introduction Organisational change Organisational culture The project manager and change Launching the project Skilling the end-users After go-live Why projects fail Summary Questions Case study 10 11 13 13 14 17 19 19 Business strategy and information systems 23 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 23 23 26 30 33 35 35 36 Introduction What is strategy all about? Developing a strategy Competition and strategy Strategy and culture Summary Questions Case study The organisational framework 37 3.1 3.2 3.3 3.4 37 38 41 42 Introduction Project roles and responsibilities Organising the roles Programmes and programme management v vi • Contents 3.5 3.6 3.7 3.8 PRINCE organisation structure Summary Questions Case study Development lifecycles and approaches 49 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 49 50 53 54 55 55 58 60 61 62 64 65 66 67 68 69 70 Introduction The waterfall model The 'b' model The 'V' model The incremental model The spiral model The traditional approach to systems development Structured methods SSADM Rapid application development Information engineering Object-oriented development methods Component-based development Package-based IS projects Summary Questions Case study The profile of a project 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 44 47 47 47 Introduction The process model Project start-up The development stage Completion stage Operational stage The business case and investment appraisal Summary Questions Case study Project planning: understanding the work 6.1 6.2 6.3 6.4 6.5 6.6 Introduction Understanding the requirement Breaking the work down Understanding dependencies Bar charts Planning for quality 71 71 72 75 80 84 87 87 91 91 92 94 94 95 96 101 106 109 Contents vii 6.7 6.8 6.9 6.10 6.11 Tolerances Using planning tools Summary Questions Case study 109 110 111 112 112 Project planning: estimating 115 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 115 116 117 127 133 134 137 137 138 139 Estimating for information systems projects Estimating in engineering disciplines Estimating methods compared Estimating for supporting activities Human factors affecting estimating Practical experiences with estimating Summary Further reading Questions Case study Project planning: scheduling and resourcing 141 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 141 141 148 150 151 154 156 158 158 159 Introduction Scheduling Developing resource plans Contingency Documenting the plan PRINCE plans Budgets Summary Questions Case study Monitoring progress 165 9.1 9.2 9.3 9.4 9.5 9.6 9.7 9.8 165 165 169 171 177 178 178 179 Introduction Monitoring effort Monitoring other costs Monitoring quality Other measures of project performance Summary Questions Case study 10 Exercising control 10.1 10.2 Introduction Evaluating the current situation 180 180 181 viii Contents 10.3 10.4 10.5 10.6 10.7 10.8 10.9 Possible corrective actions Implementing corrective actions Change control Change control and configuration management Summary Questions Case study 11 Reporting progress 11.1 11.2 11.3 11.4 11.5 11.6 11.7 11.8 Introduction Recipients of progress reports Frequency of reporting Report content and format Reporting in PRINCE Summary Questions Case study 182 187 188 190 i90 190 191 192 192 192 193 194 198 199 200 200 12 Quality 203 12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8 12.9 12.10 12.11 12.12 12.13 12.14 12.15 203 203 205 208 211 213 215 217 218 220 221 222 223 224 224 Introduction Quality concepts Total quality management National and international initiatives Quality management systems The cost of poor quality Inspection versus testing The management of software testing Metrics and statistical quality control Supporting activities Configuration management Managing quality with PRINCE Summary Questions Case study 13 Risk management 13.1 13.2 13.3 13.4 13.5 13.6 13.7 Introduction Outline of the risk management process Risk identification Risk assessment Risk actions Risk management planning and control The risk register 225 225 225 226 231 233 234 235 Contents ix 13.8 13.9 13.10 13.11 13.12 13.13 Risk ownership Other risk concepts Risk management in PRINCE Summary Questions Case study 14 Value engineering and value management 14.1 14.2 14.3 14.4 Introduction An approach to value management in projects Summary Questions 15 Selling the project 15.1 15.2 15.3 15.4 15.5 15.6 15.7 Introduction Buying and buyers The selling process Negotiation Summary Questions Case study 16 Client management issues 16.1 16.2 16.3 16.4 16.5 16.6 16.7 16.8 16.9 16.10 Introduction Who is the customer? Managing expectations Managing change Managing conflict Customer management skills Networking Summary Questions Case study 17 Managing suppliers 17.1 17.2 17.3 17.4 17.5 17.6 17.7 Introduction Setting up the contract Monitoring supplier performance Quality control and subcontractors Summary Questions Case study 235 236 236 237 237 238 240 240 242 246 246 247 247 248 251 254 257 258 258 260 260 260 261 265 268 270 276 277 277 278 279 279 280 282 284 285 286 286 x Contents 18 Leadership 18.1 18.2 18.3 18.4 18.5 18.6 18.7 Introduction Motivation Leadership Leadership practices that work Summary Questions Case study 19 Performance management 19.1 19.2 19.3 19.4 19.5 19.6 19.7 19.8 19.9 19.10 Introduction Setting objectives Reviewing performance Performance appraisal systems Reprimands Performance improvement through coaching Performance management tools Summary Questions Case study 20 Project teams 20.1 20.2 20.3 20.4 20.5 20.6 20.7 20.8 20.9 Introduction Job descriptions and person specifications Recruiting the team The lifecycle of teams Belbin on teams The effective team Summary Questions Case study 21 The working environment 21.1 21.2 21.3 21.4 21.5 21.6 21.7 21.8 Introduction Creating the working environment Handling conflict Managing stress Handling grievances Counselling Summary Questions 287 287 289 291 296 298 298 299 300 300 301 303 305 314 315 317 320 321 321 323 323 323 327 335 337 339 340 341 341 342 342 343 344 345 348 349 354 354 Contents xi 22 The project manager 22.1 22.2 22.3 22.4 22.5 22.6 22.7 Introduction The vision An outside perspective A developmental approach Using psychometric assessment Summary Questions 355 355 355 356 359 362 368 368 Glossary of PRINCE terms 369 Bibliography 372 Websites 374 Index 377 Glossary of PRINCE terms coordination of the projects on behalf of the programme director); the business change manager (author and guardian of the business case for the programme); and the design authority (who ensures the consistency and compatibility of the various projects that make up the programme) Project board The body charged with responsibility for delivering a single project The project board has three roles represented (though it may have more, or less, than three members): the executive, the senior supplier and the senior user The project board delegates day-to-day control of the project to a project manager Project closure The formal end of a PRINCE project The project manager prepares a project closure notification to inform all parties of the end of the project and the project must be accepted by the project board Project initiation document (PID) A document that brings together all the information needed to start the project, including for example: • • • • • • • • Terms of reference Acceptance criteria Project organisation and responsibilities Project plan First stage plan Definition of the business case Risk assessment Product descriptions The PID must be approved by the project board as the project manager's authority to start work on the project Project issue Any issue that needs to be managed within the project, including off-specifications and requests for change Project manager The person given day-to-day control of a PRINCE project under the delegated authority of the project board The project manager exercises control within tolerances set by the project board Project office A team providing administrative support to a single project or group of projects 371 Quality review In PRINCE, a formal inspection of a product to check its compliance with the quality criteria defined in the product description (see definition) Request for change A formal method of proposing and controlling a modification to the specification of the product required RFC See Request for change Senior supplier On a project board, the senior supplier represents the interests of those who are developing the product or service of the project Senior user On a project board, the senior user represents the interests of those who will use the product or service being developed Stage PRINCE recommends that, to maximise control, a project be conducted as a series of stages At the end of each stage, progress and the continued viability of the business case should be checked before moving to the next stage Team manager A person responsible for managing one of a possible number of teams who are contributing towards a project The team managers report to the project manager Tolerance When a project board delegates dayto-day control of a project to a project manager, it also gives them tolerances within which they must operate For example, the budget may be defined as £500,000 plus or minus £50,000 and the timescale as one year plus or minus one month As long as the project manager can keep the project within these tolerances, they retain control but if it appears that the tolerances are likely to be exceeded, specific project board authority must be sought via an exception report and exception plan Work package A set of information related to the creation of one or a set of products by a team or individual The work package is a 'contract' between the project manager and whoever is developing the product BIBLIOGRAPHY Change, business strategy and information systems Darryl Connor, Managing at the Speed of Change (Villard Books) Rob Goffee and Gareth Jones, The Character of an Organisation (HarperCollins) Gordon E Greenley, Strategic Management (PrenticeHall) Kit Grindley, Managing IT at Board Level (Pearson) Charles Hampton Turner, Corporate Culture (Piatkus) Charles Handy, The Gods of Management (Souvenir Press) Roger Harrison, 'Understanding your organisation's character', Harvard Business Review, May /June 1972 The Harvard Business Review on Change, a series of articles from the HBR between 1991 and 1998 (Harvard Business School Press) Improving the Delivery of Government Projects (HMSO) John Kavanagh, 'Projects sick list', Computer Bulletin, March 2000 John Kotter, Leading Change (Harvard Business School Press) Henry Mintzberg, 'Five Ps for strategy', California Management Review, 1987 Tom Peters and Robert H Waterman [r In Search of Excellence (HarperCollins Business) Michael E Porter, Competitive Strategy (Free Press) Wendy Robson, Strategic Management and Information Systems (Pearson) The Standish Group, The Chaos Report, www standishgroup com Andrew Taylor, 'IT projects: sink or swim', Computer Bulletin, January 2000 General project management Russell D Archibald, Managing High Technology Programs and Projects (Wiley Interscience) 372 Colin Bentley, PRINCE2: A Practical Handbook (Butterworth-Heinemann) CCTA, Managing Successful Projects with PRINCE2 (The Stationery Office) Dennis Lock, Project Management (Gower) Peter W G Morris, The Management of Projects (Thomas Telford Ltd) Jeffrey K Pinto (ed.), The PMI Project Management Handbook (Jossey-Bass) Geoff Reiss, Programme Management Demystified (E & F N Span) Milton D Rosenau [r, Successful Project Management (Van Nostrand Reinhold) J Rodney Turner, The Handbook of Project-based Management (McGraw-Hill) IS project management Frederick P Brooks [r The Mythical Man-month: Essays in Software Engineering (Addison-Wesley) Tom Cilb, Principles of Software Engineering Management (Addison-Wesley) Roger S Pressman, A Manager's Guide to Software Engineering (McGraw-Hill) Project planning, scheduling and estimating Barry W Boehm, Software Engineering Economics (Prentice-Hall) Tom De Marco, Controlling Software Projects (Prentice-Hall) Ian Drummond, Estimating with MK II Function Points (HMSO) Bernard Londeix, Cost Estimationfor Software Development (Addison-Wesley) Bibliography Stephen Treble and Neil Douglas, Sizing and Estimating Software in Practice: Making Mk II Function Points Work (McGraw-Hill) Quality Philip B Crosby, Quality is Free (McGraw-Hill) Michael J Evans and John J Marcinak, Software Quality Assurance and Management (Wiley-Interscience) Michael Fagan, 'Design and code inspections to reduce errors in program development', IBM Systems Journal No 3, 1976 Risk management Barry W Boehm, Software Risk Management (Computer Society Press) Robert N Charette, Software Engineering Risk Analysis and Management (McGraw-Hill) Dale Cooper and Chris Chapman, Risk Analysis for Large Projects (Wiley) John Raftery, Risk Analysis in Project Management (E & F N Spon) Peter Simon, David Hillson and Ken Newland (eds), PRAM Guide (Association for Project Management) Value engineering and value management L W Crum, Value Engineering: The Organised Search for Value (Longman) Stuart D Green, 'Beyond value engineering: SMART value management for building projects', International Journal of Project Management, February 1994 L D Miles, Techniques of Value Analysis and Engineering (McGraw-Hill) 373 Negotiating Skills, Fenman Training, Clive House, The Business Park, Ely, Cambridgeshire, CB7 4EH Neal Rackham, Account Strategy for Major Sales (Gower) Neil Rackharn, Making Major Sales (Gower) Bill Scott, The Skills of Negotiating (Wildwood House) For more information about the Buyer's Cycle: Huthwaite Research Group, Hoober House, Wentworth, Rotherham, S62 7SA Leadership, performance and teamworking John Adair, Great Leaders (Talbot Adair Press) R Meredith Belbin, Management Teams: Why They Succeed or Fail (Butterworth-Heinemann) Kenneth Blanchard, Patricia Zigarmi and Drea Zigarmi, Leadership and the One Minute Manager (Fontana) S C Davison and K Ward, Leading International Teams (McGraw-Hill) Charles Handy, Understanding Organisations (Penguin) Frederick Herzberg, 'How you motivate employees?', Harvard Business Review, January / February 1968 James [ouzes and Barry Posner, The Leadership Challenge (Iossey-Bass) Andrew Kakabadse, Ron Ludlow and Susan Vinnicombe, Working in Organisations (Penguin) Laurie J Mullins, Management and Organisational Behaviour (Pearson) S C Schneider and J-L Barsoux, Managing Across Cultures (Prentice-Hall) Robert Tannenbaum and Warren Schmidt, 'How to choose a leadership pattern', Harvard Business Review, May /June 1973 The working environment Sales, negotiation and customer management Roger Fisher and William Dry, Getting to Yes (Hutchinson) David Freemantle, What Customers Like About You (Nicholas Brealey) Gavin Kennedy, Everything is Negotiable (Arrow) David Maister, 'Professional service firm management', Journal of Management Consulting, 1989 Robert Miller and Stephen E Heiman, Strategic Selling (Kogan Page) Gerard Egan, Working the Shadow Side (Iossey-Bass) Larry Hirschhorn, The Workplace Within (MIT Press) Journals Project, magazine of the Association for Project Management Project Manager Today (Project Manager Today Publications) International Journal of Project Management (Elsevier Science Ltd) WEBSITES When we decided to include a section listing useful websites, we thought that the entries would be directly relevant to most of the topics in our book How wrong we were; the web is an interesting ride, to use a surfing analogy There is more project management information - or opinion - on the web than anyone could hope to use Hit the following sites, take the links to other sites and explore for yourself www.projnet.comis the site for Project Manager Today magazine A good site is www.fekumu.se/irnop/projweb which gives a guide to project management research It is a Swedish site, all in English There are links to other useful sites www.comp.glam.ac.uk/pages/staff/dwfarthi and ditto for tdhutchings are good sites about project management and SSADM www.4pm.comis an American site giving good technological information Use the site map to find the hints, tips and wrinkles that are there, and also try www.4pm.com/articles www.spmn.comis the software program managers' network Try the best practices section For PRINCE, try www.ccta.gov.uk/prince and www.kay_ukcom/princepm - the site www.the_stationery~office.co.uk also lists official PRINCE, SSADM and IT Infrastructure publications For quality management issues take a look at the American Society for Quality at www.asq.org and the British Quality Foundation at www.quality-foundation.co.uk Some interesting technology sites are: www.zdnet.com www.xtra.co.nz www.vnunet.com www.computerworld.com To find out what the gurus say, well some of them at least, look at: www.strategy_business.com www.morganbanks.co.uk www.yourdon.com www.geraldweinberg.com www.standishgroup.com A good case study of Darryl Connor's change methodolgy is at www.newhorizons org/ crfut_campbell For risk management, see www.riskmanagement.com.au and www.nonprofitriskorg 374 Websites 375 And for the final word on Y2K see www.Y2K.gov and the Yourdon site www yourdon.com Finally, see www.bcs.org to find out about Information Systems Examinations Board (ISEB) qualifications in project management and the British Computer Society specialist group on project management INDEX AABBCC model 12 ability tests 364-5 absenteeism 339 acceptance / acceptance criteria 46, 82, 83, 99, 285, 369 testing 11, 55, 85-6, 133, 186, 189, 216, 228, 283 action plan 263, 264, 267 actions AABBCC model 12 corrective 180, 182-8 activity-on-arrow format 102 activity-on-node format 104-5, 106 activity networks 155, 156, 369 actual cost of work performed (ACWP) 178 Adair, John 292-3, 296 advice-giving 273, 350, 353-4 Albrecht, A J 125 analogy method (estimating) 117-18 analysis effort method (estimating) 118-20, 136 analysis products 99 appraisal 214 form 307-13 performance (systems) 305-14 approvals 153 aptitude tests 364 assessment, psychometric 362-8 assimilation skills 367 attainment tests 364 audiences (AABBCC model) 12 audit procedures/ documentation 223 'audit trail' 60, 82 authoritarian leader 294 authority (PID) 79 autocratic leader 294 avoidance actions (risk) 233-4 'b' model 53-4 back-to-back contracts 227, 281 Baldridge award 206 bar charts 106-8, 141, 147-50, 155, 156, 168-9 barriers (AABBCC model) 12 baseline 8, 17, 51, 369 behaviour 255-6, 257, 271 leadership 287-8, 295, 296-8 performance management 304, 316 stress management 345-8 Belbin, R Meredith 337-9, 345 benevolent leader 294 benefits (AABBCC model) 12 bidding process 229, 247 Birrell, N 53 blame 340, 345 Blanchard, Kenneth 316 body language 255, 272, 351, 352 Boehm, Barry W 57-8, 124-5, 130, 131, 137 Boehm's spiral model 55, 57-8 Boston Consulting Group matrix 28-30 Brandon, Dick 220 British Quality Foundation (BQF) 208 British Standard BS 8488 221 Brooks, Frederick P 137-8 budgeted cost of work performed (BCWP) 178 budgeted cost of work scheduled (BCWS) 178 budgets 155, 156, 157-8 business assurance 46 see also project assurance business case 16, 76, 87-9, 227 business context 76-7, 227 of information systems 2-3, 11 strategy and 23-6 business excellence model 206-7 business management, reports to 192, 195-6 business objectives 38, 78, 115 business process design 11 business process re-engineering 3-4 business strategy 23-36 business survival 2, buyers/buying decisions 31, 248-51 buying-in 4, 231, 245 see also subcontractors / subcontracting calibrating positions 264 Capability Maturity Model (CMM) 211 capacity testing 85-6 CASE tools 64, 77 Cash Cows 29 CCBB climate 255-6 chair role 257, 337, 338 champions 11, 43, 204, 251, 276 change 24, 25 agents 11 control 188-90, 222, 266 extent of 266-7 impact of 267 phases 5-6 planning for 265, 267-8 process model 83-4 programme (management) 1-22,265-8 project manager and 10-11 resistance to 4-6, 14 characteristics of leaders 291, 296-7 personality questionnaires 365-8 in recruitment 323-5, 327, 328, 330-1, 333-4 charismatic leader 294, 297 377 378 Index relationships with 192-5, 228, checking see monitoring resolving 269-70 260-78, 280-1, 284 see also grievances; reprimands checkpoint (PRINCE) 199, 369 reports to 193, 194-5 Connor, Daryl chief analyst 40 reviews (estimating for) 129-30 constraints, triple 38, 49, 78, 165, chief designer 40 risk identification 228 180, 181-2 civii engineering projects 116-17 satisfaction 262, 263, 266 client management 260-78 constructive cost model in selling process 247-59 (estimating) 124-5, 132 cliques 339-40, 344 takeover by 86-7 coaching 171, 251, 300, 303-4, consultants 166, 236, 242 314, 315-17, 320, 347, 353 see also buyers/buying contingency 150-L 229 decisions; users COBOL grid 121-2 contract programmer 132 Co CoMo (estimating model) contract staff 77, 132, 170, 227, 232, 234, 279, 334 124-5, 132 damages clauses 282 data 60 code and unit test (CUT) 118, contracts administration 40, 131, 219-20, 119-20, 121, 122, 129, 232 back-to-back 227, 281 222 fixed price 71-2, 81-2, 83, 227 commercial background (risk) 227 conversion and system commissioning, estimating for 133 framework 281-2 risk and 227, 229, 231-2, 234, migration 130 commitment phase of change 14 data flow diagrams 100 237, 240, 281 committees 16, 41, 83, 84, 86, 197, database administrator 40 370 setting up 280-2 De Marco, Tom 137 communal cultures 9, 10 contractual skills 359 decision-maker 276 communication L 11, 12, 16, 145, control 275-6, 284, 359 decision-making 294, 295, 358 actions 180, 181 decoding/ encoding 274-5 listening 271, 273-4, 304, 307, change 188-90, 222, 266 353 configuration 84, 222 default structural model 61-2 exercising (stages) 180-91 non-verbal 255, 272, 351, 352 defects 186, 205, 214-16, 219 defence mechanisms 344, 345, 348 in performance management planning and 359 delegation 316, 317, 343-4, 347 risk management 234-5 316 deliverables 49, 63, 152-3, 181, of reprimands 314-15 control points (PRINCE) 198-9, 282,285 skills 327, 352 369 competences 316, 317-20, 359, corrective action 184, 185-6 controls (AABBCC model) 12 delivery 85, 186, 283 366-8 coordinator role 337, 338 core competences 319, 320 see also skills phased 55, 74, 185, 229 competition 30-3, 133, 186, 189, Delphi technique 123, 135-6 corrective actions 180, 182-8 265 cost centres 166 democratic leadership 294 competitive advantage 2, 3, 25, cost variance 178 denial phase of change 5, 6, 14 31, 62, 115, 204, 256, 300 costs 88, 178 dependency / dependencies 101-6, complaints see grievances constraint 38, 49, 78, 165, 180-2 108, 142, 185, 236, 369 completer / finisher role 338 monitoring 169-71, 361, 363 design 51-2, 58, 82, 283 completion stage 74, 81, 84-7 of poor quality 213-15 estimating 118, 119-20, 121 complexity factor 118-22, 125, counselling 342, 345, 347, 349-54 reviews 214 126-7 critical paths 103-4, 106-7, 169, value management 241, 242-3, component-based development 181, 185, 283 245 66-7 criticism 171, 307, 352 developer skills 229-30 computer-aided software testing Crosby, Philip 205 development environment 230 (CAST) 218 culture 205 development stage 74, 80-4 confidence phase of change 5, organisational 6-10, 26, 33-5 developmental approach 359-62 configuration audit 84 strategy and 26, 33-5 diagrammatic documentation 60 configuration control 84, 222 customer project manager 75 differentiation strategies 32 configuration identification 84 customers 37, 71-2, 187-9 direct estimation 122-3 configuration item 84, 369 client management issues discipline 307, 314-15, 348, 353 configuration management 40, 260-78 discounted cash flow (DCF) 89, 90 51, 77, 84-5, 131, 152, 190, defined 260-1 disputes see conflict 221-2, 231, 369 delivery to 85 documentation 85 configuration status accounting 84 expectations 261-5, 268 diagrammatic 60 conflict 188-9, 263, 335 interfaces (managing) 284 estimating and 129, 136 forms of/handling 344-5 management skills 270-6 interview notes 330-1 management of 260, 267, 268-70 quality and 203-4, 205, 220 of plans 136, 151-4 Index 379 documentation (continued) quality control and 175-6, 218-20,223 Dogs 29 ,doing nothing' option 183 Douglas, Neil 138 drawing out (appraisals) 306-7 Drucker, Peter 291 Drummond, Ian 138 dynamic system development method 63-4 exception situations 198 executive 44-5, 46, 370 executive committee 370 expectations, managing 261-5, 268 expenses 170-1 exploration phase (change) 5,6,14 external factors 2, external failure 214, 215 external review 175 Fagan, Michael 174, 205 Fagan inspections 129, 174-5, earned value analysis 178 185, 214 Edwards Deming, W 204 failure 14-17, 362, 364 efficiency 2, external/internal 214-15 effort 124, 125, 126, 127, 131, 141-2 familiarisation 118-20, 122, 228, monitoring 150, 153, 165-9 231 'effort to go' figure 167 estimating for 129, 132 Egan, Gerard 342 feasibility study 49, 71, 95, 107 elapsed time 124-7, 130-1, 141-4 project 142-7, 168 emotional environment 274, 342 feedback (appraisals) 311, 315 encouragement 186, 297, 298, 352 financial awareness 359 end-stage assessment (PRINCE) financial case (for project) 89 198, 369 financial information 181 end-users see customers; users 'fire-fighting' 346 engineering disciplines 116-17 first impressions 262, 327, 329 environment five forces model 30 analysis of 26, 27 fixed price contract 71-2, 81-2, working 230, 295, 342-54 83,227 environmental testing 86 flexibility 3, 25, 72, 109, 204, 266 equal opportunities competence see also tolerances 319 flow diagrams 100 errors 185-6, 215-20 focus groups escrow 231, 282 follow-up 174, 305, 315 esteem 290 force majeure clause 231 estimating 219, 232 four-phase model 11-14 direct 122-3 forming stage (team) 335, 337 documentation 129, 136 fragmented cultures 9, 10 function point analysis 125-7, in engineering disciplines 116-17 132, 136, 219 methods compared 117-27 functional requirement 228-9 functionality testing 85 project planning 115-40 European Foundation for Quality functions of leadership 291-3 Management (EFQM) funnel questioning technique 206-7,210 332-3 European Software Institute (ESI) Gaddis, Paul 358 209,211 European Software and Systems Gaffney, J E 125 Initiative (ESSI) 208-9 Gantt, H L 106 evaluation 180-2, 284, 358 Gantt charts see bar charts see also appraisal; inspection; gatekeeper role 276 monitoring; quality control go-live, after (support) 13-14 evaluator / monitor role 338, 345 Goffee, Rob Greenley, Gordon 26-8 evolutionary approach 55 exception plan (PRINCE) 154-5, grievances 263, 339, 342-3, 348-9,352 213,369 Grint, Keith 287 exception reporting 194, 369-70 groups change management 3-4 development (lifecycle) 335, 337 see also teams Handy, Charles 6, 7, 10, 34, 335 Harrison, Roger 6, hearts and minds, winning 12, 13, 297 Herzberg, Frederick 289, 290-1, 296 hierarchy of needs 289-90, 291 highlight report (PRINCE) 198-9, 370 Hirschhorn, Larry 342 hygiene factors (motivation) 290-1 impact analysis 189, 370 impact of change 267 impact of risk 231-2, 235 impacts (business case) 88 implementation stage 3, 26-8, 82, 131 implementer role 338, 345 impressions 262, 327, 329 incentives 186 incremental model 55, 56, 74, 185,229 individual needs 293 individualistic culture 7-8 induction 323, 334-5, 336, 339 influencer role 276 information (progress reporting) 153, 192-202 information engineering (IE) 64-5 information systems business strategy and 23-36 estimating for projects 115-40 Ingres 135 initiation process (change) 266 initiation stage see start-up stage initiator 265-6 innovation 3, 4, 25, 115, 116, 229, 262 innovator role 338, 345 insecurity 344-5 inspection 174-5, 186, 205, 214-17 see also quality control; reviews installation 133, 220 Institute of Personnel and Development 363 insurance 170 integration testing 82, 83, 118, 120, 172, 216 intellectual property rights 282 interest inventories 365 380 Index interface testing 86 internal customer 260-1 internal failure 214-15 International Standards Organisation see ISO / ISO standards interpersonal skills 260, 275-6, 350 see also counselling interviews performance appraisal 306-14 recruitment process 329-34 investment appraisal 89-91 invoices 283 ISO/ISO standards 129, 175,203, 211-12, 213, 217, 220-1, 223,285 IT executive committee 370 IT management, reports to 192-3, 195-6 IT programmes 1-2, 15, 16, 42-3 IT projects (quality issues) 203-24 iterative approach 55, 242 iterative planning 110, 141 Japan 203, 205, 215 JDI approach (just it) 94 job analysis 324-5 job competences see competences job descriptions 7, 323-7 job design 301, 319-20 job profile 320 job satisfaction 289, 290, 291, 362-3 joint application development (JAD) 63, 185 Jones, Gareth 8, 10 judgement(s) 171, 273, 282 Juran, Joseph 205 key processes (SPICE project) 211 key result areas (KRAs) 23 Kotter, John 16-17 Kouzes, James 288, 296-7 labour costs 169 laissez-jaire leadership 294 launching project 11-12 leadership 25, 271, 358 behavioural commitments 297-8 context for 33-5 definitions 287-9 functions 291-3 management and (differences) 287-9, 293 practices 296-8 situational 316 style 33, 34, 294-6, 347 traits / characteristics 291 see also project managers learning 145, 320 process 265, 267, 300-1 legal awareness 359 lifecycles of IS project 5-6 project 49-50, 68-9, 135, 172, 188, 213, 215, 220, 237 software 215-16, 217 system development 11, 16, 49-70, 80 of teams 335, 337 value engineering 240-1 lifestyle 346, 347 lines of code (LOC) 219 link testing 120 liquidated damages clause 282 listening 271, 273-4, 304, 307, 353 low-cost strategies 31-2 McKinsey model 33-4 maintenance 340, 358 risk and 229 subcontractors and 282 Maister, David 254 man-months 124, 131, 146 management leadership and 287-9, 293 products 50, 99 quality control and 205 roles 38-42, 131 skills 183, 279-86, 337 style 33, 34 of subcontractors / suppliers 279-86 see also managers; performance management; project managers management information systems managers 39, 261 progress reporting to 192-3, 195-6 see also project managers managing change 1-22, 265-8 conflict 268-70 expectations 261-5 stress 345-8 suppliers 279-86 market growth/ share 29-30 market research 218 marketing 204, 262 Maslow, Abraham 289-90, 291, 296 maturity framework, process 210-11 mercenary cultures metrics 116, 121, 126, 130, 132, 134, 135, 218-20, 229 mid-stage assessment (PRINCE) 198, 370 milestones 147, 153, 227, 229, 302-3 slip chart 177 Mintzberg, Henry 24-6 mission statements 204, 205 mitigation actions (risk) 233-4, 237 monitor / evaluator role 338, 345 monitoring 359 costs 169-71, 361, 363 effort 165-9 progress 165-79, 180-1, 305 quality 171-6 supplier performance 282-4 see also control; evaluation morale 345, 348 motivation 184, 186, 192, 206, 268, 289-91, 324, 342 performance management and 301,315 motivators 290, 291 needs 342 hierarchy of 289-90, 291 overlapping circles 292-3 negotiation 254-7, 302-3, 306, 359 net present value (NPV) 90-1 network diagram 102-6, 107, 142, 181 networked cultures 9, 10 networking 260, 276-7 networks, risk 236 neutrality 274, 344 new entrants 30-1 noise (in communication model) 275 norming stage (team) 335, 337 object-oriented (00) approaches 65-6 objectives 242, 245, 246 business 38, 78, 115 performance management 301-3,313 in PID 78 project 39, 78 off-specification (PRINCE) 370 offices 3, 40, 131, 170, 371 layout 343 Index one-to-one interactions 359, 360, 361 open systems strategy 242 operational stage 74, 87 ORACLE 135 organisational change 2-6 organisational culture 6-10, 26, 33-5 organisational framework 37-48, 72-4, 261 auld, M 53 outcome, desired (defined) 266, 269 outsourcing 263-4 'overhead' tasks 148 overheads 170 overlapping circles 292-3, 296 overruns 167, 178, 181, 230, 241 overtime 183-4 ownership of developed materials 281-2 of projects 38, 109, 226 of risk 226, 234, 235-6 of systems 60 PERT chart 236 Peters, Tom 296 phased delivery 55, 74, 185, 229 physiological needs 290 plan text (PRINCE) 156 planning 23-4, 25, 76, 263 breaking work down 96-101 for change 265, 267-8 control and 359 documentation of 136, 151-4 iterative 110, 141 leadership and 292, 293 personal 347 PRINCE plans 154-7 for quality 77, 99, 109 replanning 110, 185 requirement specification 95-6 resource plans 77, 148-50, 156 risk and 153, 226, 229, 234-5, 317 success-based 150 tools 110-11 see also estimating; scheduling; strategy Porter, Michael 24, 30-1 package-based projects 67-8 positional power 257 Parsons, Gregory 32-3 positions, confirming (conflict) 270 partitioning 142, 145, 185 Posner, Barry 288, 296-7 pay (appraisal systems) 305-6 post-implementation review 130 payback / payback projections power 269 89-90 behaviours 256-7 peer reviews 129, 173, 185 culture 6-7 penalty clauses 227, 237, 282 leadership and 294 performance personal 256-7 appraisal systems 305-14 positional 257 gap 303-4 see also control improvement (coaching) 315-17 pre-contract stage (V model) 81 measurement 177-8, 357, 364-5 preparation requirements 229 interviewing 329 review 303-5 negotiation 256, 257 supplier (monitoring) 282-4 performance management 303, 306 testing 85-6 performance management 300-22 presentation(s) 110, 197, 252 performing stage (team) 335, 337 prevention 205, 214, 339 Perot, Ross 287 price, cost and 169-70 person-months 124, 131, 146 prime contractor 279, 280, 282, person specifications 323-5, 327, 285 328, 330-1, 333 PRINCE personal power 256 authority 79 organisation structure 44-6 personality clashes 345 plans 154-7 of leaders 291 process model 75, 78 measurement 337-9, 362-8 product breakdown structure performance management and 98-101, 155, 156 project lifecycle 49-50 304, 314-15 quality management 222-3 questionnaires 365-8 reporting in 198-9 types 4-5 381 risk management 236-7 SSADM and 61 terms used 369-71 tolerances 109 PRINCE244 probability (of risk) 232-3, 236 problems / problem-solving 304-5, 344, 349, 350, 352 see also conflict; performance management procedures (streamlining) 185 process improvement experiments (PIE) 208 process maturity framework 210-11 process model 71, 72-93 processing complexity adjustment (PCA) 125 procurement 359 product breakdown structure 62, 98-101, 123, 128, 146, 155-6, 245, 370 product description 100, 155-6, 223,370 product flow diagram 100-1, 156,370 productivity 184, 186, 303, 339, 344 products 262 in PRINCE 49-50, 370 project 49-50, 83, 99 of risk management 235 professional relationships 254, 271-2 profit 169-70 profit centres 166 programme (in PRINCE) 370 programme director 370 programme executive 370-1 programme plan 154 programmes/programme management 42-3 programming method (estimating) 121-2 progress evaluation of 180 meeting 283 monitoring 165-79, 180-1, 305 reporting 153, 192-202 tracking 111 project assurance 44, 46, 75, 195, 198, 199, 370 breakdown (estimation based) 122-3 closure 199, 371 completion stage 84-7 382 Index project (continued) dependencies 101-6, 108, 142, 185, 236, 369 development stage 80-4 evaluation report 87 failure see failure fatigue 186 initiation 78-9, 99, 198, 199, 237,371 issue (PRINCE) 371 launch 11-12 milestones see milestones objectives 39, 78 office 3, 40, 131, 170, 343, 371 operational stage 87 performance (measurement) 177-8 products 49-50, 83, 99 profile 71-93 quality plan 77 risk see risk roles 38-42, 75-6 selling (sales process) 247-59 -specific training 170 staffing see staff start-up stage 74, 75-9, 80 structures, standard 135 support 44, 46 teams see teams project assurance team (PRINCE) 46, 75, 195, 198, 199 project board (PRINCE) 44-6, 75, 79, 83-4, 86, 109-10, 155, 198, 236, 371 project director 75, 77, 80, 83, 86-7 project initiation document (PIO) 78-9, 99, 237, 371 project lifecycles 49-50, 68-9, 135, 172, 188, 213, 215, 220, 237 see also system development lifecycles project management 42, 51, 54-5, 58, 60-1, 131, 287-8 project managers 39, 41-6, 50, 55, 68, 71, 109, 152, 229, 371 change and 1, 10-11 developmental approach 359-62 estimating 115, 128, 131, 132, 134 leadership role 33, 287-99 performance management 300-22 progress reports from 153, 192-202 role / skills 356-9 selection/ testing 362-8 recording appraisal interview 307-14 recovery testing 86 recruitment 323-5, 327, 329-35, 336 using psychometrics 362, 364 reference sites 280 reflecting (in counselling) 352 relationships social and professional 254, 271-2 with staff 171, 204, 205, 230, 343-4 relaxation 348 reliability 229 replanning 110, 185 reporting progress 153, 192-200 reprimands 314-15, 348, 353 reputation 215, 261, 282, 315 qualifications 320 request for change (in PRINCE) qualifying estimates 136 371 quality 262 audits 193 requirement / requirements constraint 38, 49, 78, 165, 180-2 specification 3, 55, 58, 60, 82, 83, 95-6, 185-6, 188-9 costs of poor 213-15 definitions/ concepts 203-5 requirements definition 49, 80-2, 83,85 improvement teams 205 initiatives 208-11 resistance to change 4-6, 14 resource histogram 148-9 inspection/testing 215-17 resource investigator role 338 management 51, 77, 220 monitoring 171-6 resource plans 77, 148-50, 156 plan 77, 99, 109, 155-6, 212-13, resource smoothing 149-50 217-18,220-1,285 resources 79, 363 products 50, 99 priorities (changing) 185 reviews 128, 181, 371 requirements 155, 156 scarcity 33 software testing 217-18 quality assurance 46, 54-5, 129, resourcing (project planning) 141-64 213 department 41-2, 175, 193, 196 reviews 153 Quality Award scheme 208 peer 129, 173, 185 quality circles 4, 205 performance 303-5 quality control 129-30, 153, post-implementation 130 171-2, 185, 205, 281 quality 171-4, 175-6 documentation and 175-6, third-party work 130 218-20, 223 risk 88-9, 127, 357 actions 233-4 subcontractors and 284-5 quality management systems analysis 12, 77, 96, 136-7, 186, 211-13, 220 189 seealso total quality management assessment 155-6, 183, 231-3, 235, 237 quality managers 40, 152, 219 questionnaires, personality 365-8 business 236 questions contract and 227, 229, 231-2, in counselling 350-2 234, 237, 240, 281 recruitment interviews 331-3 identification 226-31 Quinn, James 24 impact of 231-2, 235 likelihood of 231, 232, 234 rapid application development log 237 (RAD) 62-4, 134, 135 manager 39-40, 152 rapport 256, 272, 301, 352 network 236 supplier 75-6, 78, 79, 80, 82, 86 vision/ vision statement 355-6 product planning 23-4 estimating 115-40 scheduling and resourcing 141-64 understanding the work 94-114 Projects in Controlled Environments see PRINCE promotion 305-6, 324 proportional activities 128-30 prototyping 3, 62-3, 229 psychological traits 291, 345 psychometrics 337, 362-8 Public Accounts Committee 15 Index risk (continued) ownership of 226, 234, 235-6 planning and 153, 226, 229, 234-5,317 profiling 3, 12 register 234, 235, 237 transference 237 risk management 39-40, 51, 77, 95, 152, 227-33, 238-9, 283-4 committee 41 plan 234-5 in PRINCE 236-7 process 225-6 risk map 233 rivalry 30, 173 Robson, Wendy 31-2 role culture roles leadership 291-3 in networks 276-7 project manager 355-68 in projects 38-42, 75-6 risk management process 235 in teams 338-9, 345 Royce, W 51 safety, perceived 344, 367 safety needs 290 salespeople 228, 262 estimating and 115, 133-4 see also selling / sales process sampling techniques 236 satisfaction/ dissatisfaction 215, 262, 263, 266, 290-1, 343 scapegoats/bogeymen 292, 339-40,344 Schmidt, Warren 294-5,296 schedule development 142-4 overrun 167, 178 variance 178 scheduling 130, 141-8 scope (in PID) 78 Scott, Bill 255-6 secondary risks 234 selection 339 of project managers 364-8 tests 334, 364-5 see also recruitment self-actualisation 290 self-assessment 309-10 self-checking 173 self-disclosure 344, 353 self-expression 352 self-management 359-60 self-organisation 347 selling/ sales process 247-59 senior supplier 44-5, 46, 371 senior user 44-5, 46, 371 services 262, 283, 317-18 7-S model 33-4 shaper role 338, 345 shared values (7-S model) 34 shortlisting 327 silence (counselling technique) 353 simulations 236, 334, 364 situational leadership 316 size factor 118, 119-20, 122, 126 skills 183 communication 327, 352 customer management 270-6 of developer 229-30 interpersonal 260, 275-6, 350 leadership 288, 294 networking 260, 276-7 of project manager 358-62, 366-8 7-S model 33-4 social 255-6 see also competences; performance management slippage 168-9, 177 sociability 8-9, 10 social needs 290, 342 social relationships 271-2 social skills 255-6 software development 15, 16, 65 lifecycle 215-16, 217, 220 testing 215, 217-18 Software Engineering Institute (SEI) 210-11 Software Process Improvement Capability dEtermination (SPICE) project 211 software maturity 210-11 solidarity 8-9, 10 specialist products 49, 99 spiral model 55, 57-8, 74 sponsors 11, 12, 38, 39, 41, 68 spreadsheets 170, 180, 220, 231 SSADM (structured systems analysis and design method) 51, 61-2, 130, 153, 188 function point analysis and 126 product breakdown structure 101 SSADM4+ 62 staff 183 competences 316, 317-20, 359, 366-8 contract 77, 132, 170, 227, 232, 234, 279, 334 383 costs 170, 363 development 305-6, 317-20 experience, productivity and 132 induction 323, 334-5, 336, 339 monitoring see monitoring morale 345, 348 project fatigue 186 recruitment 323-5, 327, 329-35, 336, 362, 364 relationships 171, 204, 205, 230, 343-4 skills see skills training see training see also project managers; subcontractors / subcontracting stage plan 154-5 stages/stage managers 198, 199 in PRINCE 45, 371 process model 72-87 traditional approach 58-60 waterfall model 50-2, 53, 54, 55,58 stakeholders 3, 63, 193, 240-5 standards 262, 282, 285, 303-4, 327 British Standard BS8488 221 see also ISO / ISO standards Standish Group survey 15, 16 Stars 29 start-up stage 74, 75-9, 80 statistics 174, 204, 218-20, 236 steering committees 16, 41, 83, 84, 86, 197, 370 storming stage (team) 335, 337 strategic management 26-8 strategy competition and 30-3 culture and 33-5 definition 23-6 development 26-30 stress 4, 6, 345-8 structure (7-S model) 33-4 structured analysis methods (systems development) 51, 60-2, 82, 188-9 style coaching 316-17 leadership 33, 34, 294-6 management 33, 34 subcontractors / subcontracting 187,324 assessment / selection 280-1 evaluation 284 management 132 managing suppliers 279-86 384 Index subcontractors / subcontracting (continued) quality control of 130, 132, 284-5 see also buying-in subordinate role 295 substitute products / services 30-1 success 14, 15, 17, 297, 298 summarising 257, 275, 305, 314, 352-3 supervision 184, 343, 357 supervisor reviews 129 supplier project manager 75-6 suppliers 31, 71, 72, 203-4 managing 279-86 senior 44-5, 46, 371 support services 282, 318 supporting activities 127-33, 220-1 supportive leadership 294 survival 2, SWOT analysis/matrix 28-9 Symons, Charles 125 system commissioning 86 migration 130 software 230 testing 82, 83, 118, 172, 186, 216,229 system development lifecycles 11, 16, 49-70, 80 systems design 358 management / technical support 131 planning activity 23, 24 7-S model 33-4 plans 154, 155 progress reports to 192, 196 recruitment 327, 329-35, 336 roles 338-9, 345 size 128, 145, 229 technical assurance 46 technical committee 41 technical complexity adjustment 126-7 technical plan (PRINCE) 77 technical products 49, 99 technical requirement, risk and 229 technical skill 254, 271, 333-4 technical support 131 technical training 129 technological understanding 358 technology transfer 208 tendering process 280 testing 185, 231 acceptance see acceptance / acceptance criteria capacity 85-6 finished product 172 integration 82, 83, 118, 120, 172, 216 psychometrics 337, 362-8 quality and 214, 215-18 recovery 86 system 82, 83, 118, 172, 186, 216,229 tests, witnessing 283 threat 28-9, 344 TickIT 211-12 time calculations 124, 130-2, 142-7 constraints 38, 49, 78, 165, 180-2 Tannenbaum, Robert 294-5,296 elapsed 124-7, 130-1, 141-2, task-based culture 143-4 task descriptions 153-4, 184 value of money 90 task needs 293 Taylor, Andrew 16 time and change matrix time management 347, 359, 367 team-building 186, 337 team leading/leadership 40, 128, time and materials contract 72,193 173, 199 timebox 63 team manager 44, 45, 46, 199, 371 timescales and pace 3-4 team worker role 338 timesheets 166-7, 170, 181 teams 279 tolerances 46, 83, 84, 109-10, 155, Belbin's studv 337-9, 345 285,371 effective 339-'::40 total quality management 4, 32, 173, 205-8, 210 job descriptions 7, 323-7 lifecycle of 335, 337 trade unions 166 needs 292-3 traditional approach 18, 58-60 performance management training 1, 5, 11, 221, 228, 230-1, 300-22 317 person specifications 323-5, documentation and 85 327, 328, 330-1, 333 project-specific 170 technical 129 user 13, 85 traits theory 291, 345 travel costs 170 Treble, Stephen 138 triaging (conflict resolution) 269 triple constraints 38, 49, 78, 165, 180, 181-2 trust 343-4, 348, 349, 353 unadjusted function points 125, 126-7 uncertainty 357 unit test 215-16 users 1, 3, 38-9, 41, 261, 276 acceptance testing 86, 133 involvement 60, 133 in PRINCE 44-5, 46 progress reports to 193, 195 requirement specification 115, 121 risk identification 228 senior 44-5, 46, 371 training 13, 85 see also customers 'V' model 54-5, 80, 81, 82, 85 vacancies 323-4 validation 51, 52, 80 value engineering 240-1, 242, 246 value management 240, 241-6 value tree 242-3, 244, 245 variance (cost / schedule) 278 verification 51, 52, 80, 215, 223 vision 16, 205, 297, 355-6 walkthroughs 129, 173-4, 214, 229 warranty 133, 282 waterfall model 50-5, 58, 74, 80, 302 websites 374-5 what-if analyses/ questions 110, 236 Wild Cats 29 work breakdown structure 96-8, 123, 128, 146, 245 work package 371 working environment 230, 295, 342-54 working hours 183-4 working methods 184-5 working style 343 working time 124, 131, 141-7 workshops 185, 244 written reports 194-6, 197 II I I I I I I ~ • I • I • I • ~ I I I • • I I I • I I I I • • •• ISBN 0-273-65145-5 I 780273 651451 > .. .Project Management for Information Systems THIRD EDITION Edited by James Cadle Independent consultant in business systems analysis and project management and Donald Yeates... help anyone else 10 Project Management for Information Systems Fragmented cultures In fragmented cultures: • • • People work for themselves and not for the organisation High performance is everything;... of IT systems and wider changes in the environment - very often political decisions in the public sector - and the need for good change management 16 Project Management for Information Systems